Hi,
We found that an employee is skipping his duties. He is a marketing executive, and whenever he is asked to meet a client, he does not respond, even though we have warned him several times. What strict action should be taken?
Please help.
Renuka
From India, Bangalore
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We found that an employee is skipping his duties. He is a marketing executive, and whenever he is asked to meet a client, he does not respond, even though we have warned him several times. What strict action should be taken?
Please help.
Renuka
From India, Bangalore
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Dear Renuka,
If the employees have been absent several times and you have already given him warnings, then he is a habitual offender. However, why is he not responding to your efforts to correct his behavior? What underlying idea is prompting him to ignore your warnings? Secondly, how were the warnings given? Were they just verbal, or do you have records of written warnings?
If you have sufficient evidence of progressive discipline, then proceed with a domestic enquiry and terminate his employment. Before conducting the enquiry, you may consider giving him one final chance to improve.
For Mr. Govind Singh Negi: Absenteeism undermines the organization's culture. While you have stated your position clearly, your questions suggest a desire to connect absenteeism with performance. What if the employee's performance is excellent? Does this imply that we should overlook his misconduct for the sake of high performance? Such a trade-off is perilous as it compromises the principle of equality. Taking strict action against truant employees sends a clear message to everyone, and this unspoken message from top authorities holds significant weight.
Thanks,
Dinesh V Divekar
From India, Bangalore
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8219If the employees have been absent several times and you have already given him warnings, then he is a habitual offender. However, why is he not responding to your efforts to correct his behavior? What underlying idea is prompting him to ignore your warnings? Secondly, how were the warnings given? Were they just verbal, or do you have records of written warnings?
If you have sufficient evidence of progressive discipline, then proceed with a domestic enquiry and terminate his employment. Before conducting the enquiry, you may consider giving him one final chance to improve.
For Mr. Govind Singh Negi: Absenteeism undermines the organization's culture. While you have stated your position clearly, your questions suggest a desire to connect absenteeism with performance. What if the employee's performance is excellent? Does this imply that we should overlook his misconduct for the sake of high performance? Such a trade-off is perilous as it compromises the principle of equality. Taking strict action against truant employees sends a clear message to everyone, and this unspoken message from top authorities holds significant weight.
Thanks,
Dinesh V Divekar
From India, Bangalore
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Ms Renuka,
As mentioned by you that the marketing executive in your company is not responding when asked to meet the client, you can definitely take up any strict action against him; starting from issuing a warning letter to termination. However, i would suggest certain points to be considered before you take any action against him.
Has he been behaving like this ever since he joined your organisation?
Has there been any confrontation/discussion/counselling done for him?
Has there been any discussion around the reason for this behaviour to analyse if this is skill issue or a will issue?
My questions may not sound very important but if he has shown good performance in past, he can do so in future as well. As an easy alternative you may fire this employee and hire a new one to replace him, but if any ‘performance improvement plan’ in your company can make changes to his performance, you’ll convert a non performing asset to a valuable one for your company! Moreover, it can help retention figures of your company look good.
It’s a fact that the employee in question is not performing, but the REASON is something that needs to be taken care of. Just a possibility, he might be facing personal problem, or frictions with boss or colleague or any other problem inside or outside organisation. This given situation should ideally lead to investigation/diagnoses of problem which may bring some unknown facts to light. It could be a mean statement but such situations are helpful for HR personnel to engage themselves in understanding psychology of employee, his understanding of his own work and his views towards employer.
Undoubtedly, the situation calls for a strong action, but whatever action you take should be supported by reason.
At the end of day its a ‘REASON’ that can justify the actions taken by management or an employee to survive and progress professionally.
From India, Gurgaon
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As mentioned by you that the marketing executive in your company is not responding when asked to meet the client, you can definitely take up any strict action against him; starting from issuing a warning letter to termination. However, i would suggest certain points to be considered before you take any action against him.
Has he been behaving like this ever since he joined your organisation?
Has there been any confrontation/discussion/counselling done for him?
Has there been any discussion around the reason for this behaviour to analyse if this is skill issue or a will issue?
My questions may not sound very important but if he has shown good performance in past, he can do so in future as well. As an easy alternative you may fire this employee and hire a new one to replace him, but if any ‘performance improvement plan’ in your company can make changes to his performance, you’ll convert a non performing asset to a valuable one for your company! Moreover, it can help retention figures of your company look good.
It’s a fact that the employee in question is not performing, but the REASON is something that needs to be taken care of. Just a possibility, he might be facing personal problem, or frictions with boss or colleague or any other problem inside or outside organisation. This given situation should ideally lead to investigation/diagnoses of problem which may bring some unknown facts to light. It could be a mean statement but such situations are helpful for HR personnel to engage themselves in understanding psychology of employee, his understanding of his own work and his views towards employer.
Undoubtedly, the situation calls for a strong action, but whatever action you take should be supported by reason.
At the end of day its a ‘REASON’ that can justify the actions taken by management or an employee to survive and progress professionally.
From India, Gurgaon
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Hi,
All have given the right guidance. I just wanted to add that training and imbibing the corporate discipline in employees is the prime responsibility of HR. At the same time, employee performance review, their welfare, growth, and development assurance is also equally important. Kindly have a self-review on all aspects of HR Development and then look out for appropriate actions as per the laid-down procedures under HR policy of the company. After all, business needs output from their employees while employees need all the support and assurances concerning their growth and development. One thing not to be forgotten is that manpower is the basic requirement of any business, and turning this manpower into the most fruitful asset to any business lies in the hands of HR, provided the managements also support this and help in providing all the resources needed for business development.
The case in your matter is only of an executive, and it is not much difficult to handle. If you make careful decisions, you will not go wrong. Just ensure that every action in the industry will require an appropriate justification for both - management as well as the employee in question.
Thanks and regards,
Bijay
From India, Vadodara
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All have given the right guidance. I just wanted to add that training and imbibing the corporate discipline in employees is the prime responsibility of HR. At the same time, employee performance review, their welfare, growth, and development assurance is also equally important. Kindly have a self-review on all aspects of HR Development and then look out for appropriate actions as per the laid-down procedures under HR policy of the company. After all, business needs output from their employees while employees need all the support and assurances concerning their growth and development. One thing not to be forgotten is that manpower is the basic requirement of any business, and turning this manpower into the most fruitful asset to any business lies in the hands of HR, provided the managements also support this and help in providing all the resources needed for business development.
The case in your matter is only of an executive, and it is not much difficult to handle. If you make careful decisions, you will not go wrong. Just ensure that every action in the industry will require an appropriate justification for both - management as well as the employee in question.
Thanks and regards,
Bijay
From India, Vadodara
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From the details given by you, his conduct amounts to insubordination and lack of interest and that too coming from a marketing executive. It has vital implications on business development and customer service and cannot be allowed to continue like this. You need to pursue two options.
1) HR approach: If the marketing executive is otherwise a performer and has recorded a good past performance and has potential, you can try one more time by talking to him, ascertaining the reasons for his indifference (whether issues of compensation or commissions are the cause), counseling him, and thereafter taking remedial measures to induce a positive behavior in him. This is suggested because it is not known whether you have exhausted this option earlier as you mentioned you only warned him. This is not to condone indiscipline that is habitually repeated for the sake of good performance.
2) IR approach: If he is of ordinary caliber and an average performer, yet has the audacity to disobey the instructions of the superiors, such conduct may not be conducive in this competitive, market-driven business environment, and it may warrant action on disciplinary lines beyond the stage of warning.
You need to take a call on the facts and merits of each case. Diagnose the cause and then determine the action.
B. Saikumar
HR & labor law Advisor
From India, Mumbai
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1) HR approach: If the marketing executive is otherwise a performer and has recorded a good past performance and has potential, you can try one more time by talking to him, ascertaining the reasons for his indifference (whether issues of compensation or commissions are the cause), counseling him, and thereafter taking remedial measures to induce a positive behavior in him. This is suggested because it is not known whether you have exhausted this option earlier as you mentioned you only warned him. This is not to condone indiscipline that is habitually repeated for the sake of good performance.
2) IR approach: If he is of ordinary caliber and an average performer, yet has the audacity to disobey the instructions of the superiors, such conduct may not be conducive in this competitive, market-driven business environment, and it may warrant action on disciplinary lines beyond the stage of warning.
You need to take a call on the facts and merits of each case. Diagnose the cause and then determine the action.
B. Saikumar
HR & labor law Advisor
From India, Mumbai
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Working in marketing, that too in field, is uncontrollable area by Office Manager. Most of the companies see that their field personnel achieve their targets, and these MEs also take utmost care that business assigned to them is well achieved, thru their regular contacts and personal touch with Customers. Once this is done, they feel that they are at liberty to do anything, or not to obey sincerely, instructions given by office people.
If Office instructs them to meet any new customer, they are not much bothered, or will act as per their own wish. They always have feelings that because they work in hot sun or under heavy showers or make tedious travelling, company gets revenue. To some extent this is true, however, one has to oblige instructions from HO/ seniors, and always maintain discipline in their working habits.
If a person is in continuous faults or always disobedient, action must be taken. But Management should be prepared to loose the business (ofcourse, it will be only for short period), if the concerned person decides to hamper company’s sales adversely.
From India, Mumbai
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If Office instructs them to meet any new customer, they are not much bothered, or will act as per their own wish. They always have feelings that because they work in hot sun or under heavy showers or make tedious travelling, company gets revenue. To some extent this is true, however, one has to oblige instructions from HO/ seniors, and always maintain discipline in their working habits.
If a person is in continuous faults or always disobedient, action must be taken. But Management should be prepared to loose the business (ofcourse, it will be only for short period), if the concerned person decides to hamper company’s sales adversely.
From India, Mumbai
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Dear Renuka,
If your employee is skipping his duty and does not meet clients, then it means that he is not serious and motivated for his job. If he does it habitually, then he is a burden for you, and you can terminate him after a couple of written warnings. If he suddenly starts showing this behavior, then something is definitely wrong. He may have a problem with the boss or colleague, or he may have compensation issues, or he may have found another job. You should investigate the reasons behind his attitude.
From Pakistan, Karachi
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If your employee is skipping his duty and does not meet clients, then it means that he is not serious and motivated for his job. If he does it habitually, then he is a burden for you, and you can terminate him after a couple of written warnings. If he suddenly starts showing this behavior, then something is definitely wrong. He may have a problem with the boss or colleague, or he may have compensation issues, or he may have found another job. You should investigate the reasons behind his attitude.
From Pakistan, Karachi
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Hi Renuka,
Since you are talking about a marketing executive, he is reasonably mature to realize his roles and responsibilities and to fulfill them. You'll have to see whether it is out of callousness that he is thus acting - in which case, he must be reprimanded in the most unambiguous terms, and if his attitude of indifference continues, he must be shown the door. If it is something more deep-rooted (HR must look into the issue/s) and arrange for his meeting with a psychologist, an answer may emerge. What needs to be remembered is that often such issues emerge because of environmental, societal, and social factors, and for some reason, unknown to the employee himself/herself, fails to 'open-up' with the employer. The HR Manager/Boss must play a positive role trying to dig out the 'issue' in an empathic manner, which would lead to building a lasting and productive employee who may not be lost.
Hope this helps.
From Pakistan, Karachi
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Since you are talking about a marketing executive, he is reasonably mature to realize his roles and responsibilities and to fulfill them. You'll have to see whether it is out of callousness that he is thus acting - in which case, he must be reprimanded in the most unambiguous terms, and if his attitude of indifference continues, he must be shown the door. If it is something more deep-rooted (HR must look into the issue/s) and arrange for his meeting with a psychologist, an answer may emerge. What needs to be remembered is that often such issues emerge because of environmental, societal, and social factors, and for some reason, unknown to the employee himself/herself, fails to 'open-up' with the employer. The HR Manager/Boss must play a positive role trying to dig out the 'issue' in an empathic manner, which would lead to building a lasting and productive employee who may not be lost.
Hope this helps.
From Pakistan, Karachi
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Dear Ms. Renuka,
Please review his performance records for at least the last 3 months. Check with his manager about the daily reports he is supposed to submit. If there is a performance gap, call the employee and confront him by presenting all the records you rely on.
Give him a reprimand letter. If he continues to perform below the expected level, issue a written warning letter. If there are no improvements after the third time, consider issuing a pink slip.
Regards,
C. Manimaran
Coimbatore
From India, Bangalore
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Please review his performance records for at least the last 3 months. Check with his manager about the daily reports he is supposed to submit. If there is a performance gap, call the employee and confront him by presenting all the records you rely on.
Give him a reprimand letter. If he continues to perform below the expected level, issue a written warning letter. If there are no improvements after the third time, consider issuing a pink slip.
Regards,
C. Manimaran
Coimbatore
From India, Bangalore
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